ISLAMABAD: Jazz’s Consumer Division President, Kazim Mujtaba, has said human capital has long featured on board agendas, but the centre of gravity has fundamentally shifted.
“In today’s digital economy, it is no longer one priority among many; it is the determinant of whether a business can transform, scale, and stay competitive,” Kazim added.
Technology, capital, and strategy can only create value when the organisations have the capability, adaptability, and leadership to execute them. This shift was underscored at the recent HR Metrics Forum, where Board Directors and C-suite leaders examined the ISO 30414:2025 framework.
Metrics once viewed as traditional HR indicators — engagement, skills readiness, leadership depth, inclusion, and pay equity — are now emerging as leading signals of enterprise performance and long-term resilience.
Kazim articulated this reality through Jazz’s own transformation journey. “As the company evolves into a multi-vertical, digital-first ServiceCo, the very nature of work is undergoing a reset,” he said. “Roles across the organisations are increasingly technology-driven, demanding teams to adopt and adapt digital tools for speed, productivity, and stronger decision-making.”
The Jazz's Consumer Division President added that kills are becoming more fluid and cross-functional, with shorter half-lives that necessitate continuous learning. “Leadership pipelines must now extend across newer verticals, including fintech, cloud, digital platforms, and AI, while culture, inclusion, and pay equity have become central to shaping trust, performance, and retention,” he stressed.
In such a landscape, Kazim noted that traditional HR metrics no longer provide a sufficient forward-looking view. They reflect the past rather than the capabilities an organisation must build for the future. He emphasised the need for modern, predictive human capital metrics that enable boards to understand capability gaps, succession depth, digital skills readiness, and cultural resilience. These insights, he stressed, are now core to effective governance and long-term value creation.
For Jazz, Kazim informed, strengthening human capital intelligence is not a parallel HR exercise but a strategic pillar of its ServiceCo transition. “It ensures that the pace of people development keeps up with the pace of technological change, and that the workforce is prepared for the next decade of digital innovation.”
Kazim shared that human capital hasn’t simply become more important, but it has become defining. “The companies that will lead the future are those that recognise human capability not as an enabler of strategy, but as the strategy itself.”
Copyright Business Recorder, 2025
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